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Emergency Declaration

Emergency Declaration. Title 61§ 130 states that: The provisions of the Public Competitive Bidding Act of 1974 with reference to notice and bids shall not apply to an emergency if:

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Emergency Declaration

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  1. Emergency Declaration Title 61§ 130 states that: The provisions of the Public Competitive Bidding Act of 1974 with reference to notice and bids shall not apply to an emergency if: The governing body of a public agency declares by a two-thirds (2/3) majority vote of all of the members of the governing body that an emergency exists;

  2. Emergency Declaration Emergency as used in this section shall be limited to: Conditions resulting from a sudden unexpected happening or unforeseen occurrence or condition whereby the public health or safety is endangered • On October 7th, the Executive Director of OJA declared an Emergency as a result of instability at the COJC facility. Even though it was probable that the necessary corrections would cost more than the Director’s threshold of $35,000, DCS needed the declaration to begin the process of seeking permanent solutions to the problems at COJC.

  3. Emergency Declaration Many of the corrective actions initially taken cannot be sustained over the long term. These actions include; extensive overtime, temporarily assigning additional staff from other areas of the agency, private security to patrol COJC’s perimeter. These actions are beginning to produce diminishing returns. A permanent solution is still needed. The emergency that was declared on October 7th has not been resolved. OJA asserts that this is an emergency situation by presenting the following: The residents, employees and surrounding population of COJC are at risk due to the inability to manage and intervene with youth during a crisis situation.

  4. Emergency Declaration The situation has unexpectedly escalated due to the culmination of the following occurrences: • COJC has no suitable unit for handling crisis management. Currently crisis management is handled by assigning staff one-on-one with the youth. • The resent loss of key personnel has impacted the overall experience and knowledge of COJC’s management and treatment teams. • Due to noncompetitive wages, COJC has a significant turnover rate and it is difficult to recruit new workers • Because of the high turnover, the agency has difficulty keeping staff trained and there are very few “experienced” workers to help train and mentor staff. • COJC has several employees on extended medical leave primarily due to injuries sustained on the job.

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